1. Project Cycle Management
Basic PCM Training Course

2. Learning Objectives - 1
By the end of the course, participants will better understand:
What defines a “project”, and its role relative to other forms of aid;
the “project cycle”, key documents and stakeholder responsibilities;
the link between Project Cycle Management (PCM) and the Logical Framework Approach (LFA);
the principles of the Logical Framework Approach and how the main analytical tools can be applied

3. Learning Objectives - 2
the process of preparing a Logical Framework Matrix, and the key information it should contain;
the principles of monitoring and evaluation, and the importance of identifying appropriate indicators and sources of verification;
how to link activity schedules and budgets to the Logical Framework Matrix, in support of operational planning;
how to use PCM/LFA principles to develop appropriate questions for inclusion in Terms of Reference.

4. The training approach will not:
The training will:
The training approach will not:
Build on participant experience and interests
Explain key PCM principles and analytical tools
Provide opportunities to learn through practical exercises and team tasks
Assume the trainer has all the answers
Explain the detail of different EC management procedures & administrative requirements
Focus on lectures and extensive reading

5. Principles of project cycle management
First Part
The project
and
Principles of project cycle management

6. Why Projects ?

7. The Situation we face

8. What is a project? A project should always … And have …
Be consistent with, and supportive of, broader policy and programme objectives, but
Create/develop something ‘new’, rather than simply support ongoing activities
And have …
clearly defined objectives which address identified needs
a clearly identified target group(s)
clearly defined management responsibilities
a start and finish date
a specified set of resources and budget

9. Examples of Projects Examples of projects include:
·    Developing a new product or service.
·     Effecting a change in structure, staffing, or style of an organisation.
·     Designing a new transportation vehicle.
·     Constructing a building.
·     Running a campaign for political office.
·     Implementing a new business procedure or process.

10. Policy, Programme, Project
EC projects should form part of, and be consistent with:
National development policies (including Poverty Reduction Strategies);
EC country strategy papers;
Sector programmes (e.g in health, education, criminal justice); and/or
Priorities of non-state actors
National & sector policies
EC country strategy
Non state actors
Govt. programmes
Project
Project
Projects

11. Why Projects Can Fail
not linked to broader programme or policy framework
set rigid targets and processes (inflexible)
set optimistic goals to attract finance - false expectations
can encourage authoritarian style of interaction
end abruptly and usually too short term
‘driven’ by aid professionals and not locally owned
induce insecure state of ‘project culture’
force relationships to be contractual
do not encourage experiential learning - through trial and error

12. The Project Cycle

13. Objectives of PCM Experiences PCM Unclear strategic framework
Supply driven projects
Poor analysis of situation
Activity-orientated planning
Non-verifiable results
Short-term vision
Lessons learnt not considered
Imprecise project documents
PCM
Sectoral/programme linkage
Demand driven approach
Improved analysis
Objective orientated planing
Verifiable results
Focus on sustainability
Learning from evaluation
Standardised formats

14. PCM Principles
Project cycle phases - structured & informed decision-making, and feedback from evaluation
Partner / stakeholder ownership - involvement of stakeholders in decision-making, including emphasis on teamwork and communication
Logframe planning - comprehensive & consistent analysis
Integrated documentation - standardised documentation and assessment criteria
Can be applied to both projects and programmes

15. The Project Cycle: Main Documents & Responsibilities
EC Programming
Documents
National Programming
Documents
Decision which option to study further after stakeholder consultation
Pre-feasibility studies
Evaluation reports based on relevance, efficiency, effectiveness, impact and sustainability
Decision about using the results in future projects
Feasibility study
Formulation of the project
Progress and monitoring reports
Draft financing proposal
Decision to continue or to reorient the project
Financial Proposal
Decision to Fund the programme
Decision to
extend the
project
Financing
Agreement

16. EU and Romanian Programming documents
EU programming documents:
Accession Partnership
Roadmaps for Romania and Bulgaria
Romanian programming documents:
National Plan for Romania’s Accession to EU
Plan of Priority Measures for the Accession into EU
National Development Plan
Action Plan for the Strengthening of the Administrative Capacity and of the Judiciary System
Joint Programming Document
ISPA Financing Strategy
National Programme for Agriculture and Rural Development
Sector Strategies
Position Papers

17. Elements consistent with PCM/LFA
Coherence with programming documents (policy/country strategy)
Assessment of sector policy and lessons learned
Initial stakeholder analysis
Initial problem analysis
Objectives and strategy analysis
Outline of options for implementation and workplan/calendar for the formulation phase

18. EC Role in Project Management
The EC does not carry out projects, it supports institutions in partner countries to carry out their projects :
Local ownership is critical to project success

19. Importance of Team Work
The success of project cycle management depends on effective team-work between stakeholders:
Projects are about “Change Management”
Respecting different knowledge, skills and roles
Establishing responsibilities of different team members
Giving adequate time to the process, while still focusing on results
Communicating clearly